One approach is to describe the current situation of the organization, and the future situation this plan intends to create. [1] X Research source
Consider a chart to communicate this clearly and succinctly. One possible template lists Awareness, Degree of Support, and Influence for each stakeholder, rated on a scale of High/Medium/Low. If possible, conduct one-on-one interviews to gauge support.
This should include a change sponsor at the senior executive level. [4] X Research source Stress that this involves active work promoting the changes, not just a sign-off on the plan.
Stakeholders should receive personal, two-way communication. Face to face meetings are essential. [6] X Research source Communication should come from the high-level change sponsor, from the direct supervisor of each employee, and any additional spokespersons the stakeholder trusts. [7] X Research source All communication should have a consistent message. Once the changes have been communicated to all the stakeholders within the organization, then implementation of the changes needs to take place.
No motivation to change, or no sense of urgency No understanding of the bigger picture or why the change is necessary Lack of input in the process Uncertainty concerning job security, future role, or future job requirements and skills Failure of management to meet expectations concerning change implementation or communication
For any change in job roles or process, make employee training a top priority. [9] X Research source If you expect low morale or a stressful transition, alleviate this with a company event or employee perks. [10] X Research source If stakeholders are not motivated to change, provide incentives. [11] X Research source If stakeholders feel left out of the loop, hold a meeting to gather feedback and consider alterations to the plan.
For broad projects in a large organization, you may need to divide the project management role among several people with specialized knowledge.
Team member fills out a Change Request form and sends it to the project manager. Project manager enters form into the Change Request Log, and updates this log as requests are implemented or rejected. Manager assigns team members to write a more specific plan and to estimate the effort required. Project manager sends plan to the project sponsor for approval or rejection. Change is implemented. Stakeholders are informed of progress frequently.
Date of change request Change request number, assigned by the project manager Title and description Submitter name, email, and phone number Priority (High, Medium, or Low). Urgent change management plans may require specific deadlines. Product and version number (for software projects)
Mark of approval or rejection Signature of the person approving or rejecting the request Change implementation deadline Change completion date
Who made the decision When the decision was made A summary of the reasons behind the decision, and the process used to reach it. Attach any documents related to this process.
